Article by Per Hugander
Published by the Harvard Business Review, May 9, 2022
Research shows that it takes a long time to build interpersonal trust in organizations. When people from different groups come together to cross-collaborate on important strategic challenges, there will be low trust between the individuals who haven’t worked together before. The same is true when a startup brings in new executives to help scale the business, or when an incumbent organization brings in new individuals with new competences into their decision-making processes and management team.
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